A major discussion point in revenue management circles is how to measure the performance of a Revenue Analyst considering the many external factors in the environment, as well as the efforts of team members in Pricing and Scheduling.
Besides meeting or exceeding the traditional RASK and PLF targets, what performance and behaviours are we trying to measure in order to judge an Analyst’s performance?
Has the Analyst adopted best-demonstrated practices within the organization? Is there a standardized approach to revenue management?
Has the Analyst looked for opportunities to improve processes and procedures? Have these been presented, tested and implemented? Are processes documented?
Has the Analyst prioritized tasks to ensure that highest return on effort is realized? What tasks have little value and have been dropped? Has there been an improvement in management of day-to-day activities and the capacity to complete all tasks?
What has the Analyst done to further develop themselves in knowledge of assigned markets, and improve their ability with tools and techniques in revenue management?
Are there other key performance indicators that are worth measuring? What about spill, stifle, spoilage, and denied boardings? Can we measure trends and patterns for improvement?
How do you conduct Revenue Analyst performance reviews at your airline? Do you have any comments or suggestions to share that might improve our ability to develop and motivate our Analysts?
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